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Crucial Conversations and Influencer
- 1. Submited by: VitalSmarts, India
- 4. When to use our products - a comparison chart Influencer Strategies for Leading Personal, Team, and Organizational Change Strategies for solving persistent and resistant problems that require a change in behaviour Watch a 3 minute demo presentation – go to the link – http://tours.sapha.com/influencer?=frombanner Crucial Confrontations Skills for Improving Accountability Tools for improving Accountability, execution and performance Watch a 3 minute demo presentation – go to the link – http://hooktours.com/8088840/ Crucial Conversations Skills for Creating Open Dialogue and Resolving Disagreement Tools for improving decision making, engagement, and trust by fostering candid dialogue about high-stakes, emotionally, and politically risky topics Watch a 3 minute demo presentation – go to the link – http://hooktours.com/8058847/?=fromcc1pagesidebar Use when: • You need a proven approach to solving problems that have resisted traditional change efforts and may have been around for years. • Your problems are based on deeply entrenched habits • There is resistance to change • You have a history of trying to make changes and failing — leading to low credibility and confidence in any new efforts. • Problems are rooted in multiple causes requiring multiple strategies. Several factors combine to encourage behaviours you do not want, or to limit the behaviours you do want. • You want to effect change across and entire organization or system. • The changes you wish to make require far more than the ability to simply persuade a few people to alter what they ’ re doing. Use when: • You see noncompliance with known policies, procedures, government standards, safety regulations, etc. • Successful execution depends on processes and people that you are accountable for in some way. • You see spotty or variable performance. • Performance has reached a plateau and is not improving. • You must conduct performance reviews. • Poor performance is repeatedly discussed, but you fail to get to the root cause. • Individuals are not keeping commitments they make. Use when: • Good ideas are not heard or remain hidden. • People withhold feedback and important information from management. • Your projects require collaboration from various individuals and stakeholders. • Important decisions must be made. • Employee engagement is low. • There are undiscussable issues. • You do not know how to start tough conversations. • People cannot resolve conflicts. • The environment seems emotional and political
- 6. The Definition Whenever you are not getting the results you are looking for, its likely that a crucial conversation is keeping you stuck. Whether it’s a problem with poor quality, slow time to market, declining customer satisfaction, or strained relationship, if you can’t talk honestly, you can expect poor results.
- 7. Crucial Conversations® – Tools for talking when stakes are high • Resolve disagreements—accurately address concerns by talking respectfully, candidly and skillfully with someone in a safe way. • Build acceptance rather than resistance—give and receive feedback in a way that enhances relationships and improves results. • Speak persuasively, not abrasively–effectively talk about high-stake, emotional and controversial topics. • Foster teamwork–get the right people involved in a way that ensures better decision- making and guarantees commitment and conviction. Discover how Crucial Conversations training will drive change for good throughout your organization, enabling you to:
- 10. Influencer Model
- 13. Awards and Recognitions ! ! ! Crucial Conversations® won the top training product of the year by HR Executive Magazine. VitalSmarts ranks #2,509 on the 2009 Inc. 5000 list of fastest growing companies in America. VitalSmarts was ranked #20 on the list of the fastest-growing companies in Utah Valley Influencer Training was named one of the five top training products of the year by Human Resource Executive Magazine for its ability to deliver results. Browse the following link to know more: http://www.vitalsmarts.com/awards.aspx VitalSmarts receives a silver and two bronze awards from the 29th Annual Telly Awards for outstanding videos TELLY AWARDS
- 14. Useful links. . . www.vitalskillsintl.com Research and white paper www.silencefails.com Project management related research www.silencekills.com Health care related research www.vitalsmartscanhelp.com More and more videos
Editor's Notes
- Begin with quick introductions around the room. First a quick frame: Life is full of diversity, strong points of view, and disagreements. When disagreements exist, we think it works best if people are able to speak up and resolve their disagreements--if they use dialogue to turn disagreements into synergy, and synergy into results. In the same way we believe we live in a world where disappointment and bad behavior are possible. Sound right? And we believe it works best if people are able to confront people who fail to keep their word, who disappoint us—that people need to hold each other accountable. Does this make sense? Let’s begin by looking at a bit of bad behavior. We’ll see a 60 second clip of a sixth grader’s science project. He’s going to butt in front of people who are standing in busy lines. The idea is to see how they respond to his bad behavior.
- So, we’ve watched the best (about 10,000 hours) when the stakes were high the other person was more powerful and the he or she was likely to become defensive One of our original assumptions was that those who got results did so at the expense of the their relationships, and were floored to find out that those who were the best strengthened the relationship as they pushed toward results. In many cases the other person agreed with concerns and even changed their behaviors We’ve now trained over 300,00 people in this approach.
- About Crucial Conversations® Training—Whenever you’re not getting the results you’re looking for, it’s likely that a crucial conversation is keeping you stuck. Whether it’s a problem with poor quality, slow time-to-market, declining customer satisfaction, or a strained relationship, if you can’t talk honestly, you can expect poor results. This award-winning training infuses classroom time with original video clips and examples. Course pacing is active and engaging, with structured rehearsals and in- tense class participation. The Crucial Conversations course delivers a powerful set of influence tools that builds teams, enriches relationships, and improves end results. Participants acquire the skills that help them step up to and handle high-stakes issues.
- We’ve summarized our findings in two books: Crucial Conversations and Crucial Confrontations
- Transition: “The authors of Influencer looked at their research of these and others like them, they found that they all used a similar systematic way of bringing about change. Their findings resulted in a model for influence.”
- Discuss: “The study of the most successful influencers results in this Influencer Model; a model for bringing about behavior change in any realm. (You should be familiar with the 2-minute model challenge from your trainer certification; this is a chance to use what you learned.) This model provides an overall process and specific strategies to get change going and to make sure it lasts. First, you need to clarify your desired outcome (Clarify Measurable Results), and how you’ll measure whether or not you’ve accomplished it. After you have a clear outcome, identify a few high-leverage actions you need people to do in order to achieve that result (Find Vital Behaviors). We often believe that if we identified the result we want and the actions we’d like people to take to achieve that result, people will automatically change; but it’s more difficult than that. Next, you need to identify the barriers that are getting in the way of the actions you want people to take. You need to identify all the areas that your world is perfectly setup to encourage the wrong behaviors and put in place things that encourage the right behaviors. The truth is, people are reluctant to change for a variety of reasons—some motivation, some ability. Sometimes people don’t want to change, and other times they aren’t able to change or don’t know how to change. On the social side, we are subject to peer pressure to act in certain ways, and many times people we rely on for help and support don’t come through for us. Also, consider whether rewards systems are aligned for the change and whether or not people have the tools and resources necessary. Influencer provides strategies to overcome barriers in all these areas.” Transition: “Let’s go back to our hand-washing case.”
- Discuss: “Diagnosing why this doctor behaves the way he does requires identifying all the areas in which his world is perfectly setup to encourage the wrong behavior. The truth is, he (and other healthcare professional who don’t wash their hands) probably doesn’t change his behavior for a variety of reasons (not just one)—some motivation, some ability. He may not want to change, or maybe isn’t able or doesn't know how to change. On the social side, he may be subject to peer pressure to not wash his hands (others are pushing him to see more patients in a short amount of time or the behavior is not socially acceptable); maybe the people he relies on for help and support are actually making it harder for him to wash up (nurses scheduling too many patients). We also need to consider whether rewards systems are aligned for the change (Is the behavior on their performance review?) and whether or not people have the tools and resources necessary (Are the sinks in convenient spots? Are their hand sanitizers in convenient spots?).” “ When we consider our influence challenges, have we been focusing on just one source or many?” Transition: “We live in a quick-fix world. Many times we are looking for that ‘silver bullet’ that is going to change everything. These master influencers teach us that one strategy is not even almost enough to change behavior in lasting way. The key is the six-source model.”
- Again, the overall purpose of the Crucial Conversations course is to turn disagreements and differences into dialogue. To turn diversity into synergy and synergy into results.
- Now let me turn for a moment to the instructional design. We’ve been talking about results. So how do move from concepts in a book/manual to a change in behavior at work? This is brief section for instructional design freaks like me. Our training design is based in social cognitive learning theory. For training to have an impact it needs to overcome four barriers: Conceptual: (Videos) people need to be able to understand and remember the skills. If they don’t, then they’ll not use or misuse the skills. Behavioral: (Hand out) these are performance skills. People need to be able to perform them. Motivational: (Acid Test) people need to see immediate, important applications. Attentional: (Contract Cards + Six Months Mastery Mission) this is the biggest obstacle training faces. People leave the training and don’t even notice the opportunities to use the skills. We build concepts using video, discussion, and debate—interactive self-discovery. We build behavioral skills using lots of practice that we make engaging and fun. We make sure applications are clear—using group exercises and Acid Tests. We tackle the Attentional problem using contracts that begin where the training session ends. We also use free Web seminars and weekly opt-in email reminders. Together, these are the elements that guarantee the success of these programs.